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Management and Business Quiz (Easy)

20 questions · source

Questions

  1. Experiential learning is most beneficial to people who have a visual, auditory, or kinesthetic learning style preference?

  2. When conducting appraisals or counselling sessions it's best to sit at your desk with the other person facing you on the other side, so as to reinforce your authority - true or false?

  3. When planning the running order for a meeting is it generally best to put the big important items first or last or in the middle between smaller things?

  4. What can 'closed' questions be used for?

  5. What's the relevance of hobbies on a person's CV?

  6. If you assume responsibility for a mature, high-achieving confident team, which of the following is generally the best approach to take?

    1. stamp your authority on the group
    2. introduce some new ideas of your own
    3. give them space and make yourself available if needed
    4. look for ways to cut costs

  7. What acronym is useful when delegating a task to someone or agreeing an objective?

  8. A company has a turnover of £11m. Its 'cost of sales' or 'cost of goods sold' (COGS) is £3m. Its overheads including fixed costs, depreciation (write-down of capital items) and any interest charges (on borrowings) are £5m. What is the company's percentage gross profit and percentage net profit before tax, and is this profit % for a company very high, very low or somewhat typical?

  9. What's a simple way to find out the causes if staff turnover (number of people leaving) has gone through the roof in the last two months?

  10. Which is likely to motivate an enthusiastic capable team member most: doubling their target, agreeing additional responsibility, a bonus payment, a new car?

  11. Which of these is a 'soft' skill?

  12. Putting interviewees under a lot of pressure at job interviews is generally helpful to the process of finding out about the person - true or false?

  13. A subordinate has raised a personal issue with you by email which is causing him/her obvious distress - what's the best means of communicating from this point: email, phone, face-to-face, text, letter?

  14. What does MBO or MBO's stand for?

  15. Abraham Maslow developed the Hierarchy of what?

  16. It is said that "If you can't measure it then you can't..." what?

  17. For effective time management what's the best frequency for checking your email inbox: constantly, every hour, two or three times a day?

  18. Which tends to produce the highest percentage gross profit: mature high-volume products or new low-volume specialised services?

  19. Staff performance appraisals work best if they are strictly an annual event - true or false?

  20. Integrity is essential in all functions, but is it most crucial in supervision, management, or leadership?

Answers

  1. Kinesthetic
  2. False.
  3. Big important agenda items should always go last - if you put them first you risk not having time left for all the small things, which could otherwise have been polished off quite quickly and easily, especially because people will be keen to get to the juicier items afterwards. Also people tend to do more posturing early in meetings - to 'have their say' even if they have nothing to say - which causes more problems for the big issues than the small ones. Later on in meetings, the dynamics and the emotions will typically have settled down a bit, which makes it easier to deal with the bigger issues. If there are other factors
  4. Getting yes/no answers; getting commitment
  5. A person's hobbies often indicate their strengths, potential and character, aside from and beyond what might be suggested by their work experience and qualifications. A person's hobbies also give you the chance to get them talking about things they feel passionate about, by which you can often discover more about someone than discussing their work or qualifications.
  6. Give them space and make yourself available if needed.
  7. SMART
  8. 47% and 9%, and it's somewhat typical. Explanation: Gross profit is Turnover less COGS
  9. Carry out exit interviews with the people leaving and ask them.
  10. Agreeing additional responsibility.
  11. Analysing, Monitoring, Budgeting, Counselling
  12. False.
  13. Face-to-face
  14. Management By Objectives.
  15. Needs.
  16. Manage it.
  17. Two or three times a day.
  18. New low-volume specialised services.
  19. False.
  20. Leadership.